ANNUAL REPORT 2019-20

Te Rūnanga o Ngāti Whātua

KARAKIA

Nā te tapu a Ranginui me te noa a Papatūānuku ka whiriwhiria, ka puta mai a rāua tamariki ngā Atua Ka riro te hauora katoa huri noa te taiao, huri noa te tuara o Papatūānuku Ka heke mai te ira tangata, tuia ki runga, tuia ki raro, tuia ki roto tuia ki waho Tuia te here tangata, ka runga te pō, ka runga te ao, tuia te kawa o te tangata, I heke mai i Hawaiki-nui, Hawaiki-roa, Hawaiki-pāmamao Te hono ki te wairua, ki te Whai Ao ki te Ao Mārama

Weaving the tapu of the Sky Father and the noa of the Earth Mother together has created their children, the Gods. Through the procreation of the Gods came all life forms living upon the back of our Earth Mother. Hence the origins of man, bind it above, bind it below, bind it within, bind it without Bind the people’s guide upon the darkness and the light. Bind the customs of the people. Descended from large Hawaiki, long Hawaiki, distant Hawaiki, Joined to the spirit, to the tingling, to the world of light, I sneeze! It is the tapu of the Sky Father and the noa of the Earth Mother

TTīīhheeii MMaauurriioorraa CONTENTS

7 CHAIRPERSON'S FOREWORD

8 MANAHAUTŪ REPORT

10 ACTIVITIES FOR THE 2019 - 2020 YEAR Our Response to COVID-19 Marae Connecting Into COVID-19 Working with Te Tai Tokerau Te Kahu o Taonui Impact Data

16 HAUORA Te Hā Oranga COVID-19 Statistics Kāhui Tū Kaha Infrastructure

22 WAI303 CLAIM Working with the People Kaipara Moana - Establishment of Interim Joint Committee Post Settlement Governance Entity (PSGE) for Ngāti Whātua Governance Training for the Board Annual Grants Marine and Coastal Area Application (MACA)

28 DOME VALLEY (WAYBY VALLEY) LAND APPLICATION

30 SUPPORTING HEALTHY LIFESTYLES Kaumātua Hauora Challenge CONTENTS

31 AKO - EDUCATION

32 COMMERCIAL INVESTMENTS Fisheries Aquaculture Housing and Land Development Botanicals Energy Kupenga Creating Jobs in the Fishing Industry Transforming Taitokerau for Good (TTFG) Technology Taitokerau Fibre Networks Limited (TFNL)

38 ANNUAL REPORT - 1 JULY 2019 TO 30 JUNE 2020 44 TE TOPŪ IKA O NGĀTI WHĀTUA Reporting Requirements of the Trust Deed

45 FINANCIAL COMMENTARY Key Financial Group Pūrongo Rawa - Financial Position Pūrongo Hua - Financial Performance

50 ORGANISATIONAL PROFILE

51 AUDITED ACCOUNTS FROM BDO CCoorreeVVaalluueess

MANAAKITANGA RReessppeecctt,, ccaarriinngg aanndd ssuuppppoorrttiinngg NNggāāttii WWhhāāttuuaa

KAITIAKITANGA GGuuaarrddiiaannsshhiipp oovveerr tthhee NNggāāttii WWhhāāttuuaa llaanndd,, aaiirr aanndd sseeaa

MANA NGĀTI WHĀTUA EEnnhhaanncciinngg tthhee pprreessttiiggee aanndd hhoonnoouurr ooff NNggāāttii WWhhāāttuuaa

2020 Pūrongo-ā-tau Annual Report CHAIRPERSON'S FOREWORD

He toronga atu ki āia ki te wāhi ngaro te tāhuhu mō te tohu apakura ki te mātāpuna o te manaaki ki runga ki a tātou ngā Uri mōrehu mai i o tātou whēinga heke iho ki o tātou tupuna tae iho ki o tātou mātua kārangaranga maha kua iri hei whetū ki te tuanui o pae maumahara. Ka tuku tonu i te reo maioha ki te whenua ka mōteatea hoki mō te hunga kua ngaro noa i te tirohanga; rātou kua okioki ki a rātou; tātou ngā mōrehu i puta i te tauā o te mate ki a tātou.

Anei anō rā te reo maioha kia koutou e tamara mā, e ngā kārangaranga, e ngā huanga maha, e te kāhui whanaunga hoki o Ngāti Whātua, tēnā koe, tēnā kōrua, arā koutou katoa. Piki ake heke iho rānei ahakoa hoki pēhea kia ū tonu tātou ki te tauāki rā ko te mana o Ngāti Whātua kia hāpaihia ā kia kaua hoki tētahi e mahue ki waho ahakoa te aha. Kāti, kia huri kau ake.

It is a privilege to present to you the Annual Report for Te Rūnanga o Ngāti Whātua. This report shares the activities, outcomes and financial performance of the Rūnanga for the year 2019-2020.

Despite the many challenges we have had to overcome these last 12 months, this year has been one of growth and refinement as we continue to focus on delivering meaningful gains for our uri.

There is no doubt that the impact of Covid-19 has been felt by us all, and I am particularly proud of our response to such an unprecedented time for our , hapū, marae and uri.

Our resilience in the face of this crisis was made possible through our unified effort to take care of each another. Learnings taken from the 1918 pandemic meant we had to act swiftly to protect our whakapapa and while Covid- 19 continues to pose a threat, we now live in a somewhat more relaxed environment compared to most parts of the world. We must however remain alert and diligent to what continues to loom. No reirā kia kaha tonu tātou.

You will see throughout this report our key achievements for this year include: Defining the purpose of the Rūnanga and preserving a firm connection with our people A continued focus on the wellbeing and the aspirations of our uri Positive and sound fiscal management Challenge of system change on national issues that impact our iwi Improved level of communication across the iwi

Finally, I would like to take the opportunity to thank everyone for your ongoing support to the Board. The 2019- 20 year was a major challenge for us all.

Noho ora mai rā

Dame Rangimārie Naida Glavish DNZM JP Chairperson 7 MANAHAUTŪ REPORT

Tēnā koutou katoa,

The 2019-20 year was challenging. We were under pressure to finish the WAI303 claim, deal with a range of internal relationship issues, and still deliver on our Annual Plan. In early 2020, along with the rest of the world, was hit by the Covid-19 pandemic.

On 25 March, New Zealand moved into a nationwide lockdown and this remained until 8 June, when most restrictions except border controls were removed. In terms of completing our annual plan goals and targets, Covid-19 significantly impacted our progress.

I would like to mihi to our people who supported the initiatives and actions that took place during the pandemic. I could name many of you but won’t in case I miss somebody. The biggest impression from the lockdown that has stayed with me is how our iwi, hapū, whānau and marae came together and cared for those in need and those most vulnerable. Everyone supported each other and there was a strong sense of whanaungatanga.

Covid-19 turned the lights on to the more than 1100 homeless people that were placed in emergency housing at the time of lockdown. Those in homeless situations were a priority for everyone and they must stay a priority. If we are ever going to rise above this problem, it needs to be dealt with now. Many of these homeless people are from Taitokerau and some are Ngāti Whātua. They are young and old some are victims of violence and often tamariki and mokopuna are involved.

In business school they teach you that with every crisis is opportunity and the bigger the crisis the bigger the opportunity. One of the opportunities is to align mainstream thinking with Te Ao o Ngāti Whātua within the rohe. I believe we need to invest in our people and be guided by the sacred values of Ngāti Whātua – Mana Ngāti Whātua, kaitiakitanga, and manaakitanga. These values were embedded in the Rūnanga Charter in 1995 to help guide the Rūnanga and its work.

Building and strengthening relationships within Ngāti Whātua nui tonu must continue to be at the forefront of our minds. We need to invest in uri, our tamariki mokopuna, our marae, and making sure we can work through the issues and opportunities that are in front of us. Relationships inside and between hapū, marae and iwi need to be strengthened. More needs to be done to teach our uri why the Rūnanga was set up, the relationships, the role of marae, and who is Ngāti Whātua nui tonu.

The Rūnanga needs to invest in its staff to ensure the iwi have the best people with the depth and breadth of knowledge to protect and advance the interests of Ngāti Whātua nui tonu. In the coming year we will continue growing our team.

The governments have failed to look after Ngāti Whātua or any of the Tai Tokerau iwi in the past 100 plus years. The proof of this can be found in the poor statistics for Te Tai Tokerau. The biggest gains can be achieved by Ngāti Whātua developing their own strategy for the future and making it happen. In 2020-21 the Rūnanga will begin working closely with each of the takiwā and marae to build social and economic plans. We need to turn things around to a reality that reflects Ngāti Whātua aspirations. 8 MANAHAUTŪ REPORT

For the government, Covid-19 has thrown all the policy balls in the air and when they land, we want to make sure we are a very big part of the land and seascape. Policy needs to be targeted at supporting the work we do as iwi to address social problems such as poverty and homelessness. We need equity funding from the government, and we need them focused on our priorities. Equally, Ngāti Whātua need to be prepared to lead how we look after our own, and how we improve the health and wellbeing of our people, especially kaumātua.

During the year we have collected social and economic data relating to Ngāti Whātua and the wider Taitokerau. Ultimately, we want the ability to know where our people are, their ages, their needs and aspirations. Like those who are homeless and in poverty, we want to focus on those whānau who need support, young and old. How many whānau do we have with mental and physical disabilities and how can the Rūnanga support them? When we have greater visibility of where our uri are located and we understand our social and economic situation and what the needs of our people are, we will be in a better position to plan. There is a lot we can glean from data to help us make decisions about where we place our priorities and resources to achieve the best outcomes for Ngāti Whātua nui tonu.

By the end of the year we will have had our Rūnanga triennial elections and a new Board elected by our marae to lead Te Rūnanga o Ngāti Whātua for the next three years. Whatever the outcome of the elections, I would like to take this opportunity to acknowledge the work done by the current Board. It has been a privilege to work with each of you. Everyone has contributed hugely to the progress of the Rūnanga in the 18 months I have been in my role as Manahautū. I thank you all on behalf of Te Rūnanga o Ngāti Whātua. For those of you who are re-standing for the new board good luck to you all.

Finally, I thank our marae, uri and Post Settlement Government Entities (PSGEs) for the support given to the Rūnanga during 2019-20. Without this support none of what we are doing would be possible.

Ngā mihi

Alan Riwaka Manahautū

9 ACTIVITIES FOR THE 2019-2020 YEAR

INTRODUCTION

In the first part of the report, we have identified some of the more important activities the Rūnanga has been involved in throughout the 2019-20 year. In the second part of the report we provide a detailed review of the Rūnanga performance against the plan. In the third part, we cover Te Topū Ika and deal with the matters that are set out under the Māori Fisheries Act. In the fourth and final part of the report, we provide an overview of the Rūnanga financial performance for the 2019-20 period.

2020 Pūrongo-ā-tau 10 Annual Report OUR RESPONSE TO COVID-19

Te Hā Oranga played an integral role in the Rūnanga response to Covid-19 and helped the Rūnanga to lead the Ngāti Whātua response. Te Hā Oranga worked 24/7 during the lockdown providing leadership and support to whānau and marae. The Rūnanga and Te Hā Oranga moved quickly once the threat was known. In fact, Te Tai Tokerau iwi moved much quicker than the government and wider public.

Initially, most of our efforts were focused on the more than 1400 kaumātua that Te Hā Oranga work with, and then it broadened quickly to supporting our marae, hapū and whānau, and our neighbouring iwi within Te Tai Tokerau.

There were two clear types of need during Covid-19. First was the need to protect kaumātua and other vulnerable persons from catching the virus by ensuring they were not unnecessarily exposed to places or people. Te Hā Oranga arranged for shopping to be done and picked up medical prescriptions. Kai and other products accessed by the Rūnanga were made available to many of our uri free of charge, including three tonnes of fish fillets sourced from Sealord by our Asset Holding Company directors. This was distributed across our uri and other iwi in Te Tai Tokerau. We also appreciated donations from Fonterra who gave us access to milk, and the government who provided iwi with access to pork and a range of other supplies.

The second type of need involved those who required emergency housing, food or other support. Te Hā Oranga was also able to access emergency housing and arrange housing repairs for a few of our people that required it. Some of our uri required support in setting up water tanks so their homes had access to clean water. In addition to these services, Te Hā Oranga promoted and maintained a call network to ensure our most vulnerable were connected in with everyone. They also undertook Covid- 19 nasal testing with the Waitematā and Northland DHBs.

11 MARAE CONNECTING INTO COVID-19

In mid-2020, the Rūnanga started a drive encouraging our marae to take advantage of an opportunity to gain free access to internet connections, including a TV and equipment. More than half of our marae took advantage of the offer. Some marae managed to access their own satellite dishes that enabled uri to make connections within a 2km radius of the marae. This is extremely important to whānau who would otherwise not have a connection. One marae also took advantage of the situation to improve marae security.

Waihaua Marae Arapaoa

The timing around these connections could not have been better because when Covid-19 kicked in marae were able to immediately connect into what became the weekly marae zoom meetings. Te Hā Oranga was again a major player in working with the Rūnanga to make the zoom meetings a success. We continue to advocate the offer to those marae who have not yet taken up the opportunity.

Spark Server and Modem

12 WORKING WITH TE TAI TOKERAU

A big part of our success for the 2019-20 year was our investment in Te Kahu o Taonui – the Iwi Chairs of Te Tai Tokerau. Throughout the 2019-20-year, Te Kahu o Taonui has made considerable progress working on issues of common interest to us all. Housing and Oranga Tamariki have always been at the forefront. Te Rūnanga o Ngāti Whātua and Te Rūnanga o Whaingaroa have also led the establishment of a new Kupenga/Pataka at Moana NZ. This will benefit all Te Tai Tokerau marae with access to seafood.

The piece of work that stands out most is the contribution Te Kahu o Taonui made in leading a Te Tai Tokerau approach to Covid-19. Not only were all iwi part of the two weekly meetings, but key central and local government agencies participated and channelled their funding through the collective. At times there were between 60 and 80 participants on-line. This approach enabled iwi to gain more equitable access to government funding and cause a shift in how the government worked with iwi. We would like to think we will move to a more equitable model for Ngāti Whātua and iwi Māori as we move forward post Covid-19.

13 14

HAUORA

The health and wellbeing of uri and others within the rohe of Ngāti Whātua has remained a key focus for the Rūnanga throughout the past year. Our iwi health provider, Te Hā Oranga, has continued to make significant improvements throughout its operations.

Kāhui Tū Kaha also forms part of the Ngāti Whātua health arm and have made progressive steps towards integration over the 2019-20 year. Both Te Hā Oranga and Kāhui Tū Kaha operate across and beyond the Ngāti Whātua rohe and between them they have more than 250 full-time equivalent employees.

2020 Pūrongo-ā-tau 16 Annual Report TE HĀ ORANGA

The 2019-2020 year has been a unique and challenging time for Te Hā Oranga. Overall, Te Hā Oranga has increased its service base, coverage area, income and scope of services delivered. They now employ more Māori and deliver more services for Māori. Te Hā Oranga strives to be an organisation that cares for, protects and grows its most important asset, its people. Despite the many challenges, Te Hā Oranga staff have continued to deliver services well above what they are resourced to deliver.

Kia haumaru te noho! Be safe, stay home!

In anticipation of an increase in the demand for wrap around social services, Te Hā Oranga has started the shift in mentality required to be an effective service provider that has the capability, capacity and resources to meet the many and varied needs of the uri, whānau, hapū, iwi and communities within the rohe of Ngāti Whātua.

17 COVID-19

ĒTAHI KI WAH Prescription E T O Pick-Ups HU D A on M 't E le A a v U e 104 A K a n y o n

e

WHĀNAUWHĀNAU DIRECTDIRECT b

e

h

i

n d

Covid-19 Survey 1168011680 192192 10491049 2572

Special thanks to all of those who volunteered Statistics Welfare Calls from 26 March - 30 September 2020 3109

Well Child Immunisation Given 188 KaiKai andand CareCare 188

4444 Flu Vaccines 8181 Given 27672767 215 10491049 513513 103103 Business As Usual Interactions 13391339 11680 KĀHUI TŪ KAHA

Kāhui Tū Kaha deliver mental health respite services, mobile mental health services, social housing and a range of other worthwhile services. Kāhui Tū Kaha serves all people and cultures within the Ngāti Whātua rohe and this is supported by the Rūnanga as it helps to deliver on manaakitanga responsibilities. Key outcomes for the year included the following:

Mental health and social housing services were provided to 2,267 people. Of these, 38% of people identified themselves as Māori and 6% of these identified as Ngāti Whātua Kāhui Tū Kaha has gained Ministerial recognition as a premier iwi organisation with a reputation of getting things done, and nationally for assisting other iwi and Māori agencies to become registered as Community Housing Providers (CHP), creating a strong relationship with Ministry of Housing and Urban Development (MHUD) It is the only iwi organisation that is a member of Barbara Browne the Housing First Collective Auckland Tumu Whakarei - Chief Executive

Kāhui Tū Kaha provided support, assistance and advice both as a CHP and as an iwi affiliated organisation to:

Permanent housing and reintegration support for 38 people released from long-term prison sentences Support to retain tenancy for 180 people who were at risk of eviction, working with them for an average of eight months Permanent housing and intensive support for 98 people who were chronically street or car homeless plus ongoing intensive support for 185 people already housed Tipene Lemon Permanent housing for 41 families who, on average, Pou Tāhuhu - Kaupapa Māori received nine months of support to prevent re-entry into Development Manager homelessness Commencement of social housing services in Whangarei with 11 full time staff by year-end. A long-term lease of nine apartments for transitional 20 housing purposes. KĀHUI TŪ KAHA

Kāhui Tū Kaha was also a solid contributor to the mahi the Rūnanga undertook during the Covid-19 lockdown. During this time, they were the largest emergency motel accommodation provider nationally and provided food parcels and other life essentials to those living in the accommodation. Kāhui Tū Kaha also underwrote and leased a warehouse for food distribution by Te Hā Oranga and supported them to progress the Dargaville emergency accommodation.

Kāhui Tū Kaha also worked closely with the NZ Police to provide facilities to those who would otherwise have been held in custody had no other option been available. They supported people in Covid-19 quarantine motels, welcoming and checking on both immediate and resettlement needs.

INFRASTRUCTURE During the last financial year Kāhui Tū Kaha achieved:

Building of a four-bedroom property for adult respite Purchase of two new residential properties in Glen Innes for transitional housing purpose Lease of 285 residential properties, sub-letting them to people requiring social housing Finalised a triangular long-term lease with MHUD and a property developer for 40 one-bedroom units in Auckland. They are also in the final stages of a similar lease for 18 one-bedroom units in Whangārei. All to be used for public housing purposes

21 WAI 303 CLAIM

The WAI303 claim continues to be one of the biggest challenges for the Rūnanga. Progress was held up in late 2019 when the Minister failed to announce a new quantum and Covid-19 caused further delay. We now know what the commercial quantum looks like, but it is very unlikely that a Deed of Settlement will be signed until late 2021, or early 2022.

Putting aside the above, we have still made good progress in improving the commercial and non-commercial settlement offers made by the Crown in 2017. These improvements have been made possible because of the Crown delaying decisions and ultimately giving our negotiators more time to negotiate better outcomes. However, it is important we understand the economic value is nothing of what it should be.

Further improvements to the 2017 Agreement in Principle (AIP), the 2019 improvements consulted on in 2019 means the Rūnanga is required to further consult with potential cross claimants. At the end of the 2019-20 year, improvements were still being made to the offer. Once this process has been completed, the Rūnanga will need to take the proposal out to Ngāti Whātua uri for ratification. If the ratification succeeds, a plan will be put in place to get us to a Deed of Settlement as quickly as possible.

2020 Pūrongo-ā-tau 22 Annual Report WORKING WITH THE PEOPLE

A big part of the work we have needed to deal with are internal and external cross claims. This has not been an easy exercise. The internal matters have involved Ngāti Whātua Ōrākei, Te Roroa, Patuharakeke and Te Parawhau, and have revolved around mandates, areas of claim, relationships, and boundaries.

In relation to Patuharakeke, they have set up the Patuharakeke Te Iwi Trust Board to take on the Patuharakeke claims. They have made formal requests to Te Rūnanga o Ngāti Whātua to be removed from the WAI303 claim in favour of them doing their own claim. During 2020-21 we will agree a process with Patuharakeke to test their mandate and support to do what they are asking.

Te Rūnanga o Ngāti Whātua already have a mandate to run the claim from those Patuharakeke uri who are registered with the Runanga. For there to be change, there must be a clear and strong indication from Patuharakeke uri of their support to withdraw from WAI303. The Board has resolved to work with Patuharakeke Trust Board to reach an outcome that works for everyone. Takahiwai marae may also need to be consulted.

Patuharakeke have only asked for their WAI numbers to be removed; there has been no discussion or intention expressed by them or anyone about removing Takahiwai marae or Patuharakeke uri from the Charter of Te Rūnanga o Ngāti Whātua. This would be a very different proposition to what is being discussed above if it were and would require much more consultation.

2020 Pūrongo-ā-tau Annual Report 23 Te Rūnanga o Ngāti Whātua has resolved to sign a Memorandum of Understanding (MOU) on the Kaipara Moana Remediation Programme.. The other signatories are the Ministry for the Environment on behalf of the Crown;; Ngā Maunga Whakahii o Kaipara;; Ngāti Whātua ki Ōrākei;; Te Roroa;; Te Uri o Hau;; Northland Regional Council,, and Auckland Council..

This MOU establishes a Kaipara Moana Remediation Joint Committee to provide stewardship and governance for a remediation programme that has been developed for Kaipara Moana.. It will be composed of six members from Kaipara uri (the collective term for Te Rūnanga o Ngāti Whātua,, Ngā Maunga Whakahii o Kaipara,, Ngāti Whātua ki Ōrākei,, Te Roroa and Te Uri o Hau),, three from Northland Regional Council,, and three from Auckland Council.. The Committee is established as a Joint Committee of Councils under the Local Government Act 2002..

The Remediation Programme is aimed at immediately stopping further degradation of,, and reversing past damage,, to the .. The more than 700,,000 tonnes of silt entering Kaipara Moana each year must be cut to a level that allows the moana to repair itself.. Scientists say to make a difference we need to reduce siltation by at least 50% within the next 10 to 15 years.. Aligning land management strategies and riparian planting will go some way to helping.. The Crown has agreed to grant $100 million of funding for the remediation programme.. Auckland Council and Northland Regional Council will also provide significant funding,, including from landowner contributions.. An amount of $12M has been budgeted for the first year of operation..

Part of the Kaipara Harbour This vast harbour is the largest in the Southern Hemisphere

2020 Pūrongo-ā-tau 24 Annual Report The MOU provides that once the Future Kaipara Moana Body to be established under the Te Rūnanga o Ngāti Whātua settlement legislation is established,, then this Joint Committee will be disestablished,, and its function will be taken over by the Future Kaipara Moana Body.. The Kaipara Moana Remediation Joint Committee is therefore intended to be an interim body..

The Future Kaipara Moana Body is still being negotiated.. Te Rūnanga o Ngāti Whātua will be engaging with its claimant community and overlapping interest groups on the Future Kaipara Moana Body towards the end of 2020..

The Rūnanga want to make sure that Kaipara Uri and the 14 Marae that are on the shores of Kaipara Moana are integrated into the remediation plan.. This includes those nurseries that are owned by Te Uri o Hau and Ōrākei..

OF INTERIM JOINT COMMITTEE

The remediation programme is expected to run across 10 years and have a budget of $10M per annum.. More than 100 hectares of land may be required to grow trees for the remediation programme,, most of it for growing out.. More than 200 jobs are expected to be generated in the remediation program..

How many of these jobs Kawakawa Rongoā can we get for our own? Māori Medicinal Herb

Our commercial team is working on a project involving botanicals and rongoā. If the plants that are grown for the remediation can be rongoā producing plants, and they can be harvested annually, they could then fit into a business model that the Rūnanga is developing in relation to rongoā.

25 POST SETTLEMENT GOVERNANCE ENTITY (PSGE) FOR NGĀTI WHĀTUA

More work was done during the year to assess the requirements for a PSGE for the Rūnanga. Several issues have been raised during the year that require a review of representation and voting policies as they relate to the new structure that will be put in place for the Rūnanga post settlement.

We have a lot more work to do on the new organisation; its purpose, representation, membership and decision making need to be worked through with Iwi and hapū. We plan to use the existing Charter as the starting point.

There are several key aspects of the Charter that may carry forward to the new organisation and these will need to be teased out as we go and finished by the time we run the ratification process in the second quarter of 2021. We will be doing the analysis during the remainder of 2020 to help inform our discussions with uri.

GOVERNANCE TRAINING FOR THE BOARD

During the 2019-20 year, Rūnanga Trustees undertook governance training with BDO. Board members now have a better understanding of their fiduciary responsibilities to uri and are in a better position to input in decision making. The value of this training has shown up in the way in which our Board present themselves, and how they go about the business.

The Rūnanga will continue to offer governance training to Trustees to improve the performance of the Board and to increase the capacity within Ngāti Whātua to operate at a higher level of governance. The Rūnanga also want to include our company directors in the governance training programme. Over a 10- year period we could put several Uri through the training. This would build the overall governance capability of Ngāti Whātua hugely.

26 ANNUAL GRANTS

Once again, the Rūnanga has provided financial support to our uri. Last year there were 78 education grant applications approved totalling almost $31,000.

In addition to the education grants, discretionary grants totalling $10,000 were also approved.

MARINE AND COASTAL AREA (MACA) APPLICATION

Managing the MACA case has not been an easy or inexpensive exercise. The High Court has commenced the process of sifting through MACA applications that relate to the area that Ngāti Whātua has an interest.

At the beginning of last year, the Rūnanga had to defend its participation in MACA from internal and external pressures. This has not been easy, and the result has been the High Court is now recognising the right of Te Rūnanga o Ngāti Whātua to participate in proceedings. This is good news for the Rūnanga and enables it to better protect the overall interests of Ngāti Whātua. It is clear we need to work with everyone.

The strategy developed during the 2019-20 year has been to identify all the legitimate claimants within the area claimed by Ngāti Whātua, and to work together to build a case to the High Court. We expect all Iwi and hapū having an interest inside Ngāti Whātua rohe to acknowledge the interests of Ngāti Whātua. The Rūnanga will work with Ngāti Whātua Post Settlement Entities (PSGEs) to ensure the rights and interests of Ngāti Whātua are safeguarded.

For those iwi and claimants that have chosen only direct negotiations, they are at risk of missing out as others who have made applications to the court will be heard and settled first should they prove their case. We will work with those who affiliate with Ngāti Whātua nui tonu and that may be caught in this situation.

27 nnggaa KKaaiittiiaakkiittaa

Manaaki Whenua, manaaki tangata, haere whakamua Care for the land, care for the people, go forth

The Dome Valllley Landfiillll Applliicatiions have been hiigh on the Rūnanga agenda.. Up untiill the end of June 2020 the Rūnanga had been actiive iin workiing wiith Waste Management and opposiing groups to evalluate the applliicatiions.. The deciisiion poiint for the Rūnanga was when a huii was calllled to meet wiith Waste Management offiiciialls.. Representatiives from a company calllled Glloball Olliiviine were allso iinviited to the meetiing to diiscuss an allternatiive optiion whiich recyclles 100% of the waste iinto energy and a range of other products.. Waste to energy coulld be achiieved wiithout emiittiing dangerous gasses and iit was cllear from the meetiing that iiwii and hapū representatiives had no appetiite for llandfiilllls and were open to consiideriing a waste to energy approach.. A resollutiion to thiis affect was passed at the huii.. Siimiillar support was obtaiined from our Taii Tokerau iiwii neiighbours..

28 (Wayby Valley Plan Change and Resource Consent Application) WWee ddoonn''tt wwaanntt yyoouurr ppaarraahhaannggaa!!!!

There are severall iissues wiith the proposed llandfiillll.. IIt wiillll effectiivelly remove puna,, wāhii tapu,, waterways,, and other features that connect urii wiith the whenua and Papatūānuku.. The riisks associiated wiith the entiire proposall are too great and coulld destroy Kaiipara Moana..

Towards the end of the year we worked wiith our iiwii,, hapū,, and marae to organiise a hīīkoii iin Aucklland to demonstrate our opposiitiion to the proposed llandfiillll.. We acknowlledge the efforts made by everyone to make the hīīkoii a success,, iinclludiing the 800 pllus peoplle who partiiciipated iin the hiikoii.. We are allso gratefull to Ngātii Whātua Ōrākeii for the support they proviided at the hīīkoii and iin the subsequent gatheriing at Ōrākeii Marae,, as wellll as our other marae and PSGEs for theiir support..

2020 Pūrongo-ā-tau Annual Report SUPPORTING HEALTHY LIFESTYLES

In late November 2019, the Rūnanga held the Kaumātua Hauora Marae Challenge o Ngāti Whātua. The event around the Hātea Loop in Whangārei, led by Joesephine Nathan, was a success, with 60 participants representing 21 Marae.

Deborah Nathan was the fastest runner, Whaea Martha Nathan was the eldest participant at 83 years of age, and Ella Nathan was the fastest walker. Waikaretū Marae won the prize for most participants. AKO - EDUCATION

The 2019-2020 period for the Education portfolio has seen the addition of a number of Ministry of Education contracts that support delivery to a number of secondary schools in the Kaipara. Key secondary schools included Kaipara College, Mahurangi College, Rodney College and with the collaboration of Te Uri o Hau, Otamatea High, Ruawai College and Dargaville High schools were also included.

In addition, Rangatahi Wānanga have included Naumai Marae, Oruawharo Marae, Puatahi Marae and Ahikiwi Marae. These wānanga have played an important role in developing leadership and succession planning in our rohe.

The development of the Education Strategy has taken form over the last two years and in the 2019-20 period, the development of a revised Te Reo initiative and collection of data has been paramount.

31 COMMERCIAL INVESTMENTS

A lot of work and planning has gone into economic development since the start of the 2019-20 year, following the sale of the Rūnanga interests in Leigh Fisheries. The main areas we have focussed on are in six industries: fisheries, aquaculture, housing and land development, botanicals, energy and technology.

2020 Pūrongo-ā-tau 32 Annual Report FISHERIES

The Rūnanga fishing assets are not insignificant and make up the second largest contribution to the Rūnanga profits. The Directors of Ngāti Whātua Fisheries are Allan Pivac (Chairperson) Glenn Wilcox and William Wright.

Last year, the company started a new relationship with . Essentially, they purchased most of our inshore Annual Catch Entitlement (ACE). We separated out some of the other inshore stocks such as mussel spat and sold them separately to get the overall best price for our inshore ACE.

Rock lobster markets took a hit during 2019-20 and another when Covid-19 struck. On top of this we had to shelve ACE as a sustainability measure. The value of our rock lobster quota will reduce by 40- 50%. With Covid-19, we do not expect prices to increase until there is a vaccine and a return to some normality in Chinese markets. People believe there are alternative markets for rock lobster and that is true, but none of them pay the high prices paid by the Chinese.

Deepwater stocks were sold to Sealord for the second of a five-year agreement. This has provided Ngāti Whātua with better prices for its ACE and open access to intelligence regarding the fishing industry, markets, sales prices, etc. Covid-19 hit our company in April and the expectation for the following year is we will be down on value owing to buyers carrying inventory into the 2020-21 year.

Last year, we tried to buy out two companies, Cloudy Bay Clams and Biomarine. These businesses revolved around the New Zealand wild surf clam fishery and oyster farming in most of the main Taitokerau harbours. Unfortunately, neither of these went ahead owing to the sellers wanting too much. Directors are now looking at other options for entering these fisheries, such as in Aquaculture.

33 KUPENGA

Ngāti Whātua Fisheries continues to work with the Rūnanga to evolve our Kupenga/Pātaka. Last year the Ministry of Primary Industries signed off Moana New Zealand as a Pātaka after the Rūnanga lead an effort on behalf of Te Kahu o Taonui to make this a reality for all Tai Tokerau iwi and marae. Te Uri o Hau has provided access to their rohe moana to catch fish for the Kupenga. This area sits offshore of Kaipara Moana and extends 200 miles out to the New Zealand Exclusive Economic Zone. Our next step is to work out a plan to fill the Kupenga and expand the area able to be fished.

CREATING JOBS IN THE FISHING INDUSTRY

The Ngāti Whātua Fisheries Directors also decided to make freshwater tuna ACE available to any young uri members who may be interested in fishing as a career. Tuna ACE could be combined with other inshore species the Rūnanga own. We also have a significant surf clam fishery in Taitokerau that could provide jobs for uri.

Sealord has partnered with us through our Deepwater fish stocks. They have hundreds of jobs available. If you are interested in pursuing a fishing career, please contact the office. You may want to be an engineer, factory manager, or the skipper, and make good money.

34 AQUACULTURE

The work we did during the 2019-20 year highlighted the opportunity to invest in aquaculture. Kaipara Moana currently has 170 hectares of Oyster farms and there is potential for Ngāti Whātua to significantly expand the area of farms. Kaipara Moana is known by industry to be the best place in Northland to finish oysters. Kaipara Moana is also the best place in New Zealand to collect mussel spat. There is a major opportunity for Ngāti Whātua to build a significant business based upon Kaipara Moana. We will talk to iwi, hapū and marae about the proposal once we have further developed plans.

We have also been involved with the government’s efforts to invest in offshore farming of finfish. The technology that is evolving is moving quickly and there are now farms that can produce up to 10,000 tonnes of fish per annum. There are significant opportunities to create jobs in Northland through aquaculture.

HOUSING AND LAND DEVELOPMENT

Our efforts in this area have been driven in the main by the negotiations we have been having with the Crown in relation to WAI 303. We have engaged professional experts to guide us through the many issues and to get the best outcomes.

A big part of the work we started doing in this space has been heightened by Covid-19. The need to build housing for our homeless has never been more apparent. To make inroads into this space we will need to make available 1100 beds and provide wrap around services to each.

35 BOTANICALS

Throughout the last 12 months we have done a lot of work in finding a pathway forward with this project so that the Rūnanga may be able to establish a business based upon rongoā and native plants. We have done research into a few plants including Totara, Kawakawa, Harakeke, Mānuka, Kānuka, Kōwhai, and Kumarahou. In the year 2020-21 we will bring together a strategy and financial modelling as part of the due diligence required to establish a botanicals/rongoā business.

We note that there are a handful of businesses that are involved in this type of product. Those that are involved are non-Māori and market their products based upon Māori recommendations. The opportunity is for us to be the first Māori organisation to sell our own unique products.

ENERGY

Last year, we continued to build relations with Global Olivine who are trying to establish a waste to energy plant in Te Tai Tokerau. If successful, this project could create more than 2000 direct and indirect jobs and provide alternative access to water and power. The process also does away with the types of pollution that usually come from landfills and incinerators.

The Rūnanga has an opportunity to be involved in this project. We will also continue to investigate investment in a major solar power proposal at Marsden Point.

36 TECHNOLOGY

Our investment in this area has been in developing a relationship with MacDiarmid Institute. They have significant involvement in establishing technology companies each worth hundreds of millions of dollars. Our interest in this area begun with the prospect of developing technologies that can help our people. For example, developing portable dialysis machines. We will likely pursue these opportunities with more vigour when priorities allow. In the meantime, we are interested in exposing our tamariki mokopuna to Mac Diarmid and the work they do.

TRANSFORMING TAITOKERAU FOR GOOD (TTFG)

The Rūnanga is a supporter and investor in Transforming Taitokerau For Good. It has taken a while to get things moving but we are there. More than $100M is being leveraged for impact investments. The purpose of the fund is to help turn around the poor statistics that relate to our people – this is about social investment.

The Rūnanga is taking a marae/takiwa based approach to addressing social issues and realigning our people. The health and wellbeing of our uri, jobs, education, housing needs, te reo, our marae, and local economies are all important.

TAITOKERAU FIBRE NETWORKS LIMITED (TFNL)

Little progress has been made with Taitokerau Fibre Networks Limited. We reported in last year’s report that several years ago Te Waka Pupuri Pūtea Trust had advanced to Ngāti Whātua Investments Ltd a facility to enable it to participate in the capitalisation of the Tai Tokerau Fibre Networks Ltd (TFNL). A $720,000 loan that was taken out to enter this business activity will likely be negotiated and paid in the 2020-21 financial year.

37 ANNUAL REPORT

1 JULY 2019 - 30 JUNE 2020

2020 Pūrongo-ā-tau 38 Annual Report

40

43 The Māori Fisheries Act 2004 requires the Rūnanga to report on the activities of Te Topū Ika o Ngāti Whātua. Kaupapa 7 of Schedule 7 of the Māori Fisheries Act 2004 requires the Rūnanga to be accountable for its performance to all members of the iwi. As a result, the Rūnanga must report annually to its members as is set out below.

In 2006, the Rūnanga established Te Topū Ika o Ngāti Whātua to receive fishing and aquaculture assets under the Fisheries Settlement Act, and Aquaculture Settlement Act. These combined assets are managed by Ngāti Whātua Fisheries, a subsidiary of the Rūnanga. The benefits derived from these assets are to benefit ngā uri o Ngāti Whātua.

2020 Pūrongo-ā-tau 44 Annual Report 45 46 FINANCIAL COMMENTARY Key Financial - Group

Total Revenue NET Profit Increase in Profit 2019 2019 2019 $23.8 Million $2.7 Million 258.67%

2020 2020 2020 $44.80 Million $10.02 Million 266.60%

Total Assets NET Assets 2019 2019 $30.9 Million $25.5 Million

2020 2020 $40.50 Million $35.60 Million

47 48 49 TE RŪNANGA O NGĀTI WHĀTUA AND GROUP FOR THE YEAR ENDED

30 JUNE 2020

2020 Pūrongo-ā-tau 50 Annual Report

ACKNOWLEDGEMENTS

Photos : Te Uri o Hau Settlement Trust, Kāhui Tū Kaha, Making Everything Achievable Limited, Jeanette Nathan (Te Pounga Marae), Hinerangi Brown, Jason Dawson (Nga Tai Whakarongorua Marae), and Getty Images Incorporation. 193 Lower Dent Street PO Box 1784, Whangārei, Aotearoa 0140 Phone: 09 470 0720 Email: [email protected] www.ngatiwhatua.iwi.nz